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Management Plan (NRAMP) 2006 The North Rupununi Adaptive Management Plan (NRAMP) 2006 Darwin Initiative Guyana Partnership Wildfowl & Wetlands Trust Royal Holloway University of London The Open University Iwokrama International Centre for Rain Forest Conservation and Development Environmental Protection Agency North Rupununi District Development Board University of Guyana The structure of the North Rupununi Adaptive Management Plan (NRAMP) The General Concept The plan being proposed for development will not be one that is expert lead, as has been practiced in the recent past. In other words, the Darwin Initiative project will not be setting goals to be implemented by the various stakeholders. Conversely, we will be recommending a management plan that engenders participation of stakeholders in setting their own goals for managing the North Rupununi wetland. The plan will therefore be the result of interactions among the various stakeholders which will involve negotiations, conflict resolutions, compromise and consensus to arrive at the goals which are appropriate for all involved. This allows the stakeholders to ensure that their interest and agendas are represented in the plan set. A critical component of the plan will be a process which allows it to be adaptive in all regards. We would like to propose that the NRAMP is part educational (capacity building), a database, and a management plan (mostly focusing on a process of stakeholder engagement and the development of a shared understanding). Format of the NRAMP The NRAMP will be produced in a paper format, although we do have plans to eventually integrate the ECOSENSUS material and processes so that the NRAMP will be available on-line. We would like to propose that some sections of the NRAMP be written in the form of a conversation between stakeholders. To illustrate the idea, for example, when presenting context information on the communities, one of the community members will be ‘talking’, and their cartoon picture will appear next to the section. If there is information being presented on the way data was collected, one of the Wetlands Team will be ‘talking’. We also hope to use various pictorial representations in the NRAMP as ‘sign-posts’ to the reader. General outline of the plan (Envisaged) 1. Executive summary 2. Context a. The process by which the project was developed and the capacity building activities that occurred as part of the project (aspects taken from State of Rupununi report). 3. The Management Process a. This is a four phase process that has formed the core of the adaptive nature of the plan. (the non-linear aspects of process in early stages) b. The phases of the process are proposed as follows: i. Phase 1 – Making sense of the situation – This phase involves collating information e.g., what information do we have on the North Rupununi as it relates to managing the resources? What additional information needs to be collected? How do we collect it, and how do we analyse it? a. Ecological monitoring – to characterise wetland types using biophysical factors and ecological criteria. b. Social monitoring – to characterise the socio- economic and cultural factors i.e. to provide a context for human use and interaction with wetlands. This includes demographic descriptions, livelihood uses, institutional arrangements and resources available. c. Wetland socio-ecological health – to provide indicators of wetland socio-ecological health. ii. Phase 2 –Evaluating the information, and identifying problems and opportunities – from an analysis of the information against a set of social and ecological criteria, stakeholders will be able to identify problems and opportunities within the current situation or which may emerge in the future if current trends continue. The selection of criteria and thresholds will be an outcome of a negotiation process among stakeholders. 1. Proposed criteria for social-ecological health, including thresholds 2. Stakeholder engagement – identifying interests (prioritising criteria and establishing threshold levels), negotiation and resolving conflict to identify common criteria and threshold levels. iii. Phase 3 – Developing a plan of action – This phase will develop potential management scenarios and capacity building resulting from a range of goals identified by the stakeholders. 1. Developing a plan of action - identifying a common vision and sub-goals (why are we doing this?), expected outputs (what do we want to get as a result?), actions (how are we going to do it and when?), measures of progress and success (how do we know we’ve done it?), assumptions (what do we need in order to do it?), and responsibilities (who is going to do it?). a. The plan of action should include an explicit reiteration of the process outlined above including making sense of the situation, evaluating the information and developing a new plan of action. iv. Phase 4 –Taking action and monitoring – This phase commits stakeholders to allocating resources (this include financial, human and infrastructural) in order to achieve the selected management goals. This will also involve collecting measures of performance and monitoring activities, and committing stakeholders to a reiteration of the management process. 4. The Management Process 2003-2006 This section will describe the actual activities and outputs that were carried out and generated during the 2003-2006 period under the support of the Darwin Initiative. 1. Phase 1 – Making sense of the situation a. Development of manuals for the collection social-ecological data b. Building the capacity of stakeholders to monitor the social-ecological status of the North Rupununi c. Data collection and exploratory analysis d. Identifying indicators of wetland socio-ecological health 2. Phase 2 –Evaluating the information, and identifying problems and opportunities a. Comparing analysed data to a set of criteria b. Presenting criteria to stakeholders to prioritise, critique criteria and identify critical thresholds 3. Phase 3 – Developing a plan of action a. The vision and sub-goals etc – post-Darwin proposal 4. Phase 4 –Taking action and monitoring a. Who’s doing what and reiteration – shift of responsibilities 5. The Management Process 2006 and beyond 6. Appendix 1. List of documents and data for NRAMP The Proposed Approach for the NRAMP The North Rupununi Context To be completed Introduction The NRAMP process can be defined by five terms: adaptive; participative; systemic; evidence based; and practical. The section below will describe what we mean by these terms. A central aspect of the NRAMP process is its adaptiveness. We believe that management plans cannot be static instructions, but ought to change with changing circumstances. As a principal aim of our management plan is to improve a problematic situation, we expect things to change (hopefully for the better) as the plan is implemented. This automatically implies that we have to observe the changes that are taking place, evaluate whether these changes are in accordance with the agreed vision, plan future actions in order to support positive change or reverse negative change, and put into action the agreed plans by allocating responsibilities and resources. These steps of observation, evaluation, planning and action, can be described as a learning cycle. In other words, in order to improve the situation, we have to be able to learn about the changing circumstances and even learn from our own mistakes. Another key element of our process is participation. There are three main ways one can develop and implement a management plan. The first approach is to decide for stakeholders. So-called experts are brought in to write a plan which tells stakeholders what to do. A major problem with this approach is that most experts are not "know all geniuses" so their understanding of a situation will always be limited, especially if they haven't spent a long time on site to become familiar with the local and national culture, and the local ecology. Most expert-led plans are therefore limited in their application since they usually focus on the expert's area of specialisation and rarely take into account local details. These experts often carry out a token consultation exercise with no guarantee that stakeholder views are taken into account. There is also the additional problem that as a result of Guyana's limited human resources, most of these experts are foreign. Jeanette Forte in her book "About Guyanese Amerindians" (1995) states that "Guyana has become a kind of academic mecca in natural science fields, because of the territory's extraordinary biodiversity and variety of intact ecosystems, but also in the study of indigenous peoples" (p. 2). Sometimes the driving force behind what the foreign expert does is questionable, especially when often there are institutional and personal pressures to publish research, increase research funding, and further reputation through things such as conference presentations. In many cases, all that is left for the host country is an end-of-project report which lies gathering dust on a shelf. The second approach is for experts to decide with stakeholders. This is where the experts work with stakeholders every step of the way to develop a plan that ought in theory represent a wide range of views. This approach is often a compromise between the limited time and resources available to carry out the project and the wish to engage stakeholders. The third approach is to facilitate and empower stakeholders to make their own plans. Here, the experts' opinions are not included in the plan at all, and instead the experts focus on building stakeholder capacity to develop the plan. The third approach is the ultimate aim of NRAMP. We believe that the days of top-down dictatorial control are rapidly coming to an end. Institutions and experts that promote centralised control can no longer appropriate the necessary resources and command the required respect to implement major regional plans such as NRAMP. Unfortunately, the issue of respect is actually a major problem, where many stakeholders and individuals within stakeholder groups actually verge on the anarchic; doing as they wish and sometimes even breaking institutional and national regulations and laws.
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